Final Examination: Critique Course Textbook Powerful Leadership: How to Unleash the Potential in Others and Simplify Your Life

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Final Examination: Critique Course Textbook Powerful Leadership: How to Unleash the Potential in Others and Simplify Your Life
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   GSB 753 Final Examination lgjohnson Page 1 of 7 Linda Gail Johnson Professor Paul Lottino Leadership Priorities (GSB 753) 26 April 2014 Final Examination: Critique Course Textbook “ Powerful Leadership: How to Unleash the Potential in Others and Simplify Your Life ” , by Eric G. Stephan and R. Wayne Pace “ Powerful Leadership: How to Unleash the Potential in Others and Simplify Your Life, has broaden my understanding of the crucial role of leaders in unleashing the potentials of followers and the consequences in not doing so. The Authors have successfully transformed abstract concepts of leadership, into seven easy-to-grasp principles and behaviors that can be taught and learned by anyone, who accept the challenge, of becoming a better leader. The  principles provides, an evidence-based path to establishing a workplace conducive to accomplishing goals and objectives as delineated in the organization’s mission and vision statements. Leaders, must create standards of excellence, perform accordingly and set examples for others to follow. Because the prospect of complex change can overwhelm people and stifle action, they set interim goals so that people can achieve small wins as they work toward larger objectives. They unravel bureaucracy when it impedes action; they put up signposts when people are unsure of where to go or how to get there; and they create opportunities for victory. The  First Essential Change: Free People to Take the Lead  , explains that if you demand good work from your people, you must free them from any   rule, procedure, policy, routine, approval, report,  job description, structure, bureaucratic expectation and the workplace process that doesn’t make sense and limits employees from growing, developing and contributing their best at work (20). Most leaders are apprehensive with allowing their followers, to “take the lead” and as a result are   GSB 753 Final Examination lgjohnson Page 2 of 7 task oriented. Eric Stephan propose that “When you free up employees to take the lead, they discover   new and innovative approaches to increasing profitability and achieving customer satisfaction” (21).  Stephan suggests working with employees to eliminate any rule, procedure,  policy or practice that prohibit the best effort of anyone (28). Leaders search for opportunities to change the status quo. They look for innovative ways to improve the organization, in doing so, they experiment and take risks. And because leaders know that risk taking involves mistakes and failures, they accept the inevitable disappointments as learning opportunities. The Second Essential Change: Promote Creativity, Innovation, and  Fun at Work  , addresses the need for leaders to promote creativity in the workplace. Unique  products, services and the means to produce them, are more likely to come from individuals who are the closest to the process, rather    than at the manager’s level in the organization, it is infinitely more important to stimulate and encourage creativity at the workers level, than at the management level (44). Most managers perceive applied creativity as an inefficient method for completing tasks . Stephan explains “Creativity and fun tend to free organization members to show their enthusiasm for their work and to release hidden energies suppressed by traditional management approaches ” (48) . Stephan propose eight simple basics that free people to be innovative and have fun in the organization, 1) have confidence in and show enthusiasm for  being creative; people who think about the way in which work is done are those closest to work; establish an atmosphere of creativity; listing of good reasons for rejecting employee ideas; build confidence; alternate thinking and relaxing; answer key questions; encourage others to think for themselves (pgs 51  –   53). Leaders foster collaboration and build spirited teams. They actively involve others. Leaders understand that mutual respect is what sustains extraordinary efforts; they strive to   GSB 753 Final Examination lgjohnson Page 3 of 7 create an atmosphere of trust and human dignity. They strengthen others, making each person feel capable and powerful. The Third Essential Change: Switch From Boss To Cohort  , explains “that treating others as cohort is a better way to lead” (75). Stephan recognizes that this concept “turns the more traditional views of leadership on their heads”(75). Under the run-of-the-mill managers and leaders, workers become alienated and passive. They withhold their insights and observations and play political game. Everyone suffers and the organization itself loses strength and vitality (75). Stephan opined, “The most powerful leadership is a cohort -to-cohort bond warranted by resolute determination to fulfill the obligations implicit in the relationship” (85). Cohorts relationships evolve when managers help workers accomplish their goals. Goals and dreams re grounded in hope and optimism (86). But more importan tly, I’ v e learned that “if you  believe in the self-actualizing potential of your workers and you truly want to unburden yourself from a lot of unnecessary worry and concern about their performance at work, make this important change as quickly as you can” (92). Empowering followers is a leadership trait, of which I possess, I believe that true leaders make their associates feel emboldened and powerful, not diminished and powerless. Leaders, must recognize contributions that individuals make. In every winning team, the members need to share in the reward of their efforts, therefore, leaders should celebrate their accomplishments. The Fourth Essential Change: Master the 4E’s of Involvement.  Th e 4 E’s suggest tha t workers take the lead and managers stop directing, controlling, and demanding, the 4 E’s set a standard that inspires employees to higher levels of performance. The 4 E’s are summarized by four key terms: Envisioning: to create an attractive picture of what can be achieved; Enabling: To equip, make able, and capacitate; Energizing: To enliven, stimulate, and charge up; Ensuring: To confirm, guarantee, and substantiate (96). I’ve come to understand that the primary   GSB 753 Final Examination lgjohnson Page 4 of 7 reason of using the involvement formula is that leaders need to keep people moving and contributing. Once cohorts feel lack of forward motion, they quickly become bored and less  productive (102). Leaders passionately believe that they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become. Though their magnetism and quiet persuasion, leaders enlist others in their dreams. They breathe life into their visions and get people to see exciting possibilities for the future. Every day we become aware of employee undermining the boss because they have been harshly criticize for something they did at work. Vandalism, theft, and various forms of a slowdown are common in organizational environment where a manager is trying to over direct and over correct the actions of the employees (118). Because leaders play such an important role in the happiness, vitality and confidence of followers, adopting a way to correct mistakes without criticism is very important (121). The Fifth Essential Change: Stop Criticizing and Start Applauding  , provides the leader with practices to acquire the ability to handle situations that displease us without being critical of others (120). I’ve learned that words them selves do not present a problem, the difficulty arises with the listener and how they interpret what the leader is saying. We must acquire the ability to handle situations that displease us without being critical of others (120). Stephan suggest that the leader rely on the process of redirection, which are steps, based on the fundamental principle that people will correct deviations in their behavior when they recognize a  better way to perform and are supported in making changes (120). As a leader, you are going to draw fire. People will criticize you. Some will second-guess your decisions. Others will impute motives that aren’t there. A few will falsely accuse you.   The Sixth Essential Change: Take The High Road  , which have a lot to do with the best policy, which   GSB 753 Final Examination lgjohnson Page 5 of 7 is one that creates the greatest good for members  within the organization (142). The most critical  point is that you must have a clear set of ethical principles to guide your decision-making and the actions you take (146). Stephan refers to this as “taking the highroad” (146), which means that you should “ state explicitly, clearly, specifically, precisely, distinctly, candidly, and frankly the ethical principles that you use to make decisions and take actions in your leadership role (146). In order to develop your personal code of ethics, you must state and justify each principle (146). Leaders who projects integrity and do not compromise their value will continue to grow (146). I’ve learn that the key components of an ethical code of conduct, as pertains to an organization, should include service to company, improvement of quality of life, economy in resource use, completing tasks in a superior way, abiding by the law, being fair, considerate, truthful, accurate, honest, trustworthy and reliable (149). And that violations of ethical codes are inconsistent with our need for inner peace (152). Additionally, as a leader, I am concerned about ethical behavior in my organization, I must specify appropriate behavior and conduct by both word and deed (154); I must provide the necessary resources to make the code of ethics known (154); I must orient new employees, from day one, to the codes of ethics; everyone needs to known the company is going to take ethical responsibilities seriously (154); I must make certain that everyone understand the reality of doing wrong things and getting caught (154). Ethical  behavior indicates a leader is mature, committed to high standards and provides the broad framework in which organizational life is to be understood. The Seventh Essential Change: Stay On The Peaceful Path, was my favorite principle  because it is personable and applicable to the myriad of stressors I am confronted with daily,  both personally and professionally. I’ve learn to control my r  eactions to the world around me,
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